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GUS staff has limited input into policy, procedure, and process development relevant to the unit. 9. The ISIS staff has a belief that work assignments are based on favoritism. 10. A transparent, standardized performance review system is not currently in place within the GUS. 11. The EGGS staff has limited learning and development opportunities. 12. The GAL. Staff does not have an advocate on their behalf. Structural Assumptions The Director of Nursing is directly responsible for the nursing staff at MME and is an integral part of conflict resolution by assisting with any problems that the nursing staff face (Facts land 4).
Barbara Norris does not have the authority to hire nursing staff (Fact 1). The GUS staff, which plays a crucial role in the contribution of quality of care provided by the hospital, has the viewpoint that the hospital administration does not appreciate their efforts (Facts 8, 9, 10, 1 1, and 12). Personal Assumptions The SSL] staff is essential to the delivery of quality health care at the hospital teamwork and collaboration is needed in order run the EGGS efficiently (Facts 2, and 6).
The DON believes that the GAL. Can be successfully restructured (Fact 4). Problem-centered Assumptions The motivation and satisfaction problems of the GUS staff are critical; therefore, it needs to be addressed immediately by senior management (Fact 3, 7, and 8). Formulation of Alternatives to Solve the Problem Seek to attain more staffing for the ISIS The current economic crisis has resulted in the MME placing a hiring freeze and ban on over- time for the nursing staff in the GUS.
These actions have placed a hardship on the existing staff forcing them to compensate for the understanding, deal with “floaters” sent from other departments, and adequately provide the same level of quality care while overlooking the existing negative employee culture. In a direct effort to increase employee satisfaction, the hiring freeze for the EGGS will be lifted, and the ban on over- time stopped. A completed cost-benefit analysis and budget to follow. The nursing manager will have the authority to hire one additional nursing staff member.
The criteria for the new hire, determined by the nursing manager with input from the fellow tenured nurses of the ISIS staff. Based on current needs, the new hire licensed staff nurse be dedicated to relieving current ISIS staff from administrative work. This will allow for greater engagement with attends and a happier work environment. All over-time hours that result from the ISIS will be offered to its own staff before “floaters” fill the shift. Establish Culture Reliant On Team/Collaborative Work Environment Mandatory monthly work in-service or meeting to boost morale.
A required weekly work In-service or event will be put into place in order to promote the mission, philosophy Of care, and goals of the hospital. In these weekly meetings, topics such as teamwork makes the dream work, a happy employee makes a happy patient, and the helping culture will be discussed. After the discussion, staff me beers are encouraged to offer suggestions and feedback on improvements. There will also be a suggestion box located in the ISIS break room where ideas can be left for management anonymously.
Maximize the potential of current EGGS staff. Four tenured Urn’s have the experience and patients to be put into mentoring or coaching capacity in order to improve teamwork learning environment. These newly elected mentors will serve as group leaders of orientations; social media/blob representatives; they will act as liaison between ISIS staff and the nurse anger, and be encouraged to be involved in the decision making process in regards to the GUS. “Walk-Aware policy and procedure. A Walk-Away policy will be implemented by this hospital.
The policy that states that, at any time, a staff member becomes frustrated or overwhelmed while working with a fellow employee, assisting a patient, or visitor the staff member must walk away from the situation immediately and seek assistance from a supervisor. The Walk-Away session will last for no less than 5 minutes and no more than 15 minutes. GAL. Staff will be educated about the “Walk-Way” during orientation and annually thereafter. Develop a new performance review process Changing the current approach to the performance review process will make reviews more effective and can have a positive impact on organizational culture.
The information needed for performance reviews need to be gathered on weekly or monthly bases by management. The practice of doing a check up on employee status, improvements, needs, accomplishments, or outcomes are useful in many ways. Management can limit barriers that hinder staff from working at their best, helps to engage staff members, and achieve better relationships between staff members and managers. Linking staff member goals during the performance review to the goals of the hospital is optimal.
This will help staff members understand how their contribution to the GUS affects patients, fellow staff members, and annual salary increases. The performance review criteria will be redeveloped to be more objective and will include a feedback element. The new performance review process will be instituted in a fair and transparent manager. Develop acknowledgement programs The development of an acknowledgment program that is intended to recognize staff members that conscientiously engage in teamwork while roving quality care to patients will be implemented.
All GAL. Staff members will be eligible if the following criteria are met: no unfinished work assignments, no tardiest, and no failure of patient care or teamwork. The staff members that met the said criteria will be put into a random lottery pool, to get flexible work schedules, handwritten thank you notes, and employee recognition hour. An Evaluation of the Solution The following includes the general decision-making criteria used by the Director of Nursing and the scoring of a decision matrix used to identify the ultimate solution.
General Criteria Infeasible Unethical or illegal unacceptable financial cost Inconsistent with organization’s values, mission, vision, or culture Unacceptable political cost All mentioned alternatives applied have met the general criteria. Decision Criteria Must fit with the mission, vision, and ethical frame work Effectiveness in solving the problem Feasibility of implementation Cost-benefit analyses Acceptability of alternative based on objective and subjective analyses Decision Matrix Decision criteria Alternative Solution 1 Solution 2 Solution 3 Solution 4
Acceptability of alternative based on objective and subjective analyses 3 5 3 Feasibility Of implementation Key: 5=Solution fully meets decision criterion 3= Solution partially meets decision criterion 1= Solution fails to meet decision criterion Conclusion: Alternative solution 2 is accepted. Plans for Implementation In order for Emus GUS to achieve the mentioned methods to embrace a culture reliant on a teamwork environment, a time line will need to be developed to construct strengthening measures. Full implementation is expected to last no longer than six months to introduce.